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17 - Relating strategy as practice to the resource-based view, capabilities perspectives and the micro-foundations approach

from Part III - Theoretical Resources: Organization and Management Theories

Published online by Cambridge University Press:  05 October 2015

By
Patrick Regnér
Edited by
Damon Golsorkhi ,
Linda Rouleau ,
David Seidl  and
Eero Vaara
Patrick Regnér
Affiliation:
Institute of International Business
Damon Golsorkhi
Affiliation:
Grenoble School of Management
Linda Rouleau
Affiliation:
HEC Montréal
David Seidl
Affiliation:
Universität Zürich
Eero Vaara
Affiliation:
Svenska Handelshögskolan, Helsinki
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Summary

Introduction

Although strategy-as-practice research has thrived during the last decade, the resource-based view (RBV: Barney 1991; Peteraf 1993; Wernerfelt 1984) and capabilities perspectives (Dosi, Nelson and Winter 2000; Eisenhardt and Martin 2000; Winter 2003) have continued to dominate mainstream strategic management research. Recent work has also started to show an increased interest in the micro aspects of strategy, emphasizing micro-foundations as essential in understanding organizational capabilities and resources and their origins (Abell, Felin and Foss 2008; Felin and Foss 2005; Gavetti 2005; Teece 2007). There have been repeated calls for examinations at the intersection between these research directions and SAP research (Jarzabkowski and Kaplan 2010; Johnson et al. 2007; Johnson, Melin and Whittington 2003; Regnér 2012; Vaara and Whittington 2012), but surprisingly little of this nature has materialized so far, with a few exceptions (for example, Ambrosini 2003; Ambrosini, Bowman and Burton-Taylor 2007; Kaplan 2008; Regnér 2003; 2008; Salvato 2003; 2009).

This chapter examines the intersection between strategy as practice and perspectives that have dominated strategy content research during the last couple of decades. Specifically, it examines differences and commonalities, potential relationships and synergies between strategy as practice and the RBV, capabilities perspectives and the micro-foundations approach. It further investigates extant strategy-as-practice research at this intersection and identifies potential future research opportunities. What can possibly be gained from investigating this intersection? There are four points that are of particular importance. First, besides underlining the importance of strategy practices and activities generally for strategic management, it may provide insights into how practices, praxis and practitioners underlie resources and capabilities that maintain competitive advantage. If we accept that there is a relationship between what managers do and strategy content and outcomes, a key issue is determining how practices both enable and impede managers in their strategy praxis concerning resources and capabilities. By linking strategy as practice to resource-based, capabilities and micro-foundations research, it is thus possible to demonstrate the prominence of practices, social contexts and interactions for strategy. This is, of course, in contrast to extant assumptions in these strategy content research areas that often primarily emphasize rational top managers and individuals. The link to the resource-based and capabilities views may thus strengthen the main theoretical traits of the SAP approach and consolidate it.

Type
Chapter
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Cambridge Handbook of Strategy as Practice , pp. 301 - 316
Publisher: Cambridge University Press
Print publication year: 2015

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